Facilitation · A full sequence takes 30-90 minutes; a single hat can be used in a few minutes.

Six Thinking Hats

Edward de Bono's method of 'parallel thinking' in which a whole group adopts the same mode of thinking at the same time, signalled by six coloured hats: facts, feelings, caution, benefits, creativity and process. It reduces adversarial debate because everyone looks at the issue from the same angle before switching.

When to use Six Thinking Hats

Evaluating a proposal or decision, exploring a complex issue, or meetings that tend to turn into argument.

How Six Thinking Hats works

Activities separate different thinking modes for clearer analysis.

Phases of Six Thinking Hats

  1. White (Facts): Focus on objective data and information; participants present facts and figures without interpretation. This ensures everyone starts with a shared understanding of the available information.
  2. Red (Feelings): Participants express their emotions, intuitions, and gut feelings without needing to justify them. This allows for honest sharing of emotional responses to the topic.
  3. Black (Caution): Identify potential problems, risks, and weaknesses associated with the topic or proposed solutions. This helps to proactively address potential pitfalls and challenges.
  4. Yellow (Benefits): Explore the positive aspects, benefits, and value of the topic or proposed solutions. This encourages optimism and helps identify opportunities.
  5. Green (Creativity): Generate new ideas, possibilities, and solutions, encouraging creative thinking and brainstorming. This fosters innovation and exploration of alternative approaches.
  6. Blue (Process): Manage the thinking process, setting the agenda, summarizing conclusions, and ensuring the hats are used effectively. This provides structure and ensures the discussion stays focused and productive.

Key principles

  • Parallel thinking instead of debate
  • One mode of thinking at a time
  • Feelings and caution are legitimate inputs
  • The blue hat manages the process

Best for

  • Decision-making meetings
  • Evaluating ideas or proposals
  • Teams prone to conflict
  • Structured problem-solving

Considerations

  • The hat metaphor can feel childish to some groups; the underlying modes still work without props.
  • Empirical evidence is mostly practitioner reports rather than controlled studies.
  • Holding people to one mode requires firm facilitation, especially during black-hat critique.

Attribution & sources

Developed by Edward de Bono, 1985

Primary source

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